The paper "E-commerce Activities at British Oxygen" is a good example of an information technology case study. Business-to-consumer (B2C) e-commerce is the commotion in which consumers acquire information and procure products by means of Internet expertise (Aizen, 2002). The probable profits of e-commerce have been extensively publicized (e. g., Gefen et al. 2003). E-commerce implementation is an example of IT reception and uses within a surrounding that merges technology acceptance with marketing fundamentals, and it consequently needs separate theorization surrounded by the information schemes literature. However, in spite of an up-and-coming interest amongst IS researchers on the way to B2C e-commerce occurrence, there is only a restricted and fragmented accepting of online consumer activities (Zand, 1999).
The principle of this learning is to describe the technology and infrastructure management requirements of an organization that wishes to engage in or increase its e-commerce activities. Business leaders are identifying that e-business is the principal changeover for businesses, the market and rivalry from the time when the Industrial Revolution. This topic has disintegrated into business boardrooms already with respect to the management issues that come along with e-commerce. COMPANY OVERVIEW With changing business environment and competition BOC (British Oxygen) needs to be a more competitive player in the market.
With respect to this vision, BOC requires a cost-efficient and productive operating model that would enhance its potential to capture the market. Due to the ad-hoc practices and lack of future vision, many issues have come up in the PG& P distribution network, which is adding to its costs and making it inefficient. At present, there are seven different channels through which our products reach the consumer. There is a lack of standardization of procedures.
There are no set criteria as per agreements with the distributors. Each distributor has an exclusive contract with BOC and it is difficult to keep track of various clauses that exist. The policies and procedures are silent about the ownership of goods once it changes hands in this distribution network. This raises various accountability issues in case of accidents and mishaps as well as commercial controls. Another issue is of the variable retail prices. There are instances where different distributors charged consumers differently for the same product. There has been no assignment of territories for a particular distributor and he is free to sell anywhere in the country.
There has been a lack of checks and balances regarding BOC assets that these distributors have i. e. the cylinders. A lot of data has not been updated which has caused discrepancies in-cylinder quantity with BOC and physically with the distributor at the time of verification. A CAM (Cylinder Asset Management) exercise needs more focus to resolve these differences. Our own compression facilities need an upgrade to bring them at par with international BOC standards and the best method in this current world of cutthroat competition is to steer the company towards e-commerce.
This will result in more efficient operations and improvement in customer care and turnaround time. A separate project of PG& P efficiencies is in hand to further improve this aspect in tandem with the recommendations that may come out of the present project. All of this needs to be corrected and streamlined. The procedures have to be standardized and updated for consistent operations and better results. Hence modifying the operating model to that which can include e-commerce is inevitable.
These important changes are convinced to have evenly thoughtful impacts on the IT purpose and industry.